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Critically Discuss How Human Resource Management Can Contribute to Improved Organisational Performance. to What Extent Has a Link Has Been Established Between Human Resource Management and Improved Organisational Performance?

Human resource management is the function within an organisation that deals with recruitment, management and communication. The size of an organisation’s HRM is dependent on the general size of the organisation a small businesses may for example only have one member of staff responsible for HRM where as a multinational company would have a huge HRM department in its head office. This assignment will look at how much HRM is responsible for improving organisational performance. Human resource management is clearly an integral part of any business and without it a business may not achieve a greater level of success as it would have by employing a successful human resource management operation. By employing staff to conduct human resource activities within the business it then allows the other areas of the business to focus on their individual job roles

Before looking at how HRM affects performance it’s important to note what organisational performance is. Organizational Performance" is a broad construct which captures what agencies do, produce, and accomplish for the various constituencies with which they interact. There are six dimensions in which for measuring organisational performance these are Productivity

Organisations will always strive to achieve the best structure and performance possible. In order to maximise the effectiveness of this a good use of HRM will be required. The way HRM is best used to improve organisational performance is by implementing a good strategy. The strategy in relation to HRM can be split into two terms strategy as a plan and strategy as a system of management.

Strategy as a plan is when an organisation uses there strategy as a way of interacting with the competitive environment. It’s derived from the term “military strategy” and what it means is that an organisation will use this as their corporate strategy and will expect all employees to adhere to it strictly. This type of strategy is usually constructed by those at the highest levels of an organisation i.e. the senior executives’ and have a significant impact on the way the organisation is run. As mentioned earlier the second type of strategy is strategy as a system of management this strategy unlike strategy as a plan is less formal and regulated. The main difference between the two strategies is the first strategy focuses on using it strategy as a set way of running the organisation where as this one offers guidelines and offers principles in the way the company should be run. An organisation who adopts a strong strategic plan will benefit from having a corporate direction e.g. they will have an idea where they want to be in the long term(e.g. 15-20 years )having a good strategy is the foundation for both deciding how to run HRM as well as how the actual organisation should be run. The different types of strategy all fall into the strategic fit. This is supported by Hogue who when examining the relationship between HRM and Performance in the UK, hotel industry, Hogue (1999) found that “The relationship between HRM and performance is dependent upon the business strategy the hotel is pursuing: that hotels pursuing an HRM approach coupled with a Quality focus within their business strategy perform best”

In order to fully understand how the link between HRM and performance is you have to understand the key concepts of HR theory for these strategies to be effective (Wood 1999) stated there are four key points organisation should take on board before trying to adopt a particular HR strategy these are. Firstly different human resource practices should be coherent and complement each other. Secondly, there should be a fit between the coherent sets of human resource practices and other systems within the organisation. Thirdly, the human resource systems should be in line with the business or competitive...

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...﻿MGMT 2718 HumanResourceManagement Notes
Introduction
People are our most valued resource
‘New’ emphasis on achieving organisational success through management of people
HRM as the ‘organisation’s conscience’ – where workers can expect to be treated with fairness
HR ‘Process’ – recruitment, selection, training and development, performancemanagement, reward and motivation, redundancy
‘Hard’ – ‘military’ model – management as commander – dictates strategy, then HRM follows – quantitative emphasis on the numbers
‘Soft’ – HR managers may have influence on strategy
Conscience of the firm or a strategic partner
Issues of HRM
Often the benefits of HRM oversold
Employers may not be able to deliver on the promise of HRM - often the quest for ‘success’ (profits and survival) can necessitate cutting employee’s conditions
The best HRM techniques and high commitment workplaces will not necessarily ensure success – they can’t protect the organisation against pressures from international competition and the global financial system
Researchers have sought unsuccessfully to find direct linksbetween HRM practices and organisational success
IR regulation and unions have not disappeared
Globalisation and offshoring
Academic Disciplinary Contributors to HRM...

...
Assignment- ATHE Module Level 6
HumanResourceManagement
Table of Contents
Page
Introduction
Task 1: A Guide..................................................................................
Task 2: A Report................................................................................
Task 3 Powerpoint Presentation
References.....................................................................................................
Bibliography
Task 1
Introduction
The Boston Chocolate and Truffles Company is a London based chocolate business company as it is continues to grow it is significant to understand the importance of humanresourcemanagement (HRM) and the implementation of its strategies. This paper is an informative guide that will cover the definition of Strategic HumanResourceManagement (SHRM), importance of HR in organisation, also the analysis framework of the SHRM. Further, the guide also includes the understanding of the formulation and implementation of HR strategies that would analyse SHRM process, assessment of the roles in SHRM and lastly, the analysis of the development and implementation of HR strategies.
A. Definition of strategic humanresourcemanagement
The Chartered Institute of Personnel Development or CIPD (2013) identified that...

...﻿National Institute of Business Management
Chennai - 020
FIRST SEMESTER EMBA/ MBA
Subject : HumanResourcesManagement
Attend any 4 questions. Each question carries 25 marks
(Each answer should be of minimum 2 pages / of 300 words)
1. Describe the different forms of Worker Involvement in Quality Circle.
Quality Circles: Quality Circles on the other hand have a much more limited and utilitarian scope.
Unlike the autonomous work groups, Quality Circles rarely, if ever, involve themselves in work redesign. As the name suggests, the focus is on improving quality and cutting costs of specific products or methods. Although these circles are generally management inspired, worker membership is voluntary. In these circles Managers and workers of a particular shop or department together identify, study and provide solutions to specific problems. Here too, workers do participate in a wide range of issues affecting their task performance.
Since both these forums limit themselves to their work stations, they do not involve themselves beyond the realm of their own shop. Neither of these forums deals with issues going beyond production or product quality. It is therefore best to call the autonomous work groups and Quality
Circles as employee involvement programs rather than as structures allowing worker’s participation in Management.
Quality circle is not a forum for wage negotiations,...

...﻿A Comprehension about What Is HumanResourceManagement
As the technology and economy rising so fast in the contemporary society, managing employees is becoming a valuable knowledge. So learn to be an efficient manager is necessary. There are five basic functions that managers perform: planning, organization, staffing, leading and controlling (Dessler, 2010). First of all, planning is setting goals, establishing rules and procedures, and forecasting. In addition, organization contains distributing different work to different employees, setting work department, giving power to subordinates, and coordinating subordinates’ work. Then, Staffing roughly covers hiring and recruiting employees, setting performance standards, training, and so on. Fourth, leaders have to engage employees and urge them get the job done. In the end, controlling is to make sure getting the standard of qualities, production levels.
To emphasize, humanresource managers will perform the third function, staffing, so HR management a process of hiring, training, appraising, and compensating employees. What’s more, it also concentrates on the labor-capital relationship, safety and health of the labors, and fairness. Storey (1995) has defined:
“humanresourcemanagement is a distinctive approach to employment...

...﻿INTRODUCTION
The reasoning behind Strategic HumanResourceManagement (SHRM)
Strategic humanresourcemanagement by definition utilizes employees as a source for managing any organization’s needs. As such, organizations assets include the employees that provide a viable advantage to the said organization. Forward thinking organizations have this perspective and show this; by the way, employees are hired, promoted and compensated. This action on the organizations part creates an environment and workforce poised for corporate success.
Implementing a strategic humanresourcemanagement plan
As a public manager working together with other managers and employees helps to foster a healthy environment that allows strategic communication to thrive. This collaborative effort also ensures that there is a better understanding of humanresource processes that could do with improvement or revamping (Paynes, 2013, p. 57).
In the vision of exercising SHRM, employees are never viewed as machines and considerations are given in many regards. The planning and employment process of a humanresources department to funnel an employee from the “candidate stage” all the way through the “hiring process,” to “employee status” and then to the “remuneration and benefits stage” is a goal that...

...LO 1 Understand the difference between personnel management and humanresourcesmanagement
1.1 Distinguish between Personnel management and humanresourcemanagement……………………………………………………………………………………………..
1.2 Assess the function of the humanresourcemanagement in contributing to organizational purposes
1.3 Evaluate the role and responsibilities of line managers in humanresourcemanagement……………………………………………………………………………………
1.4 Analyse the impact of the legal and regulatory framework on humanresourcemanagement…………………………………………………………………………..
LO 2 Understand how to recruit employees
2.1 Analyse the reasons for humanresource planning …………………………………………………………………………………………………………………………………………….
2.2 Outline the stages in involved in planning humanresource requirements
2.3 Compare the recruitment and selection process in two organisations
2.4 Evaluate the effectiveness of the recruitment and selection techniques in two organisations……………………………………………………………………………
LO3 Understand how to reward employees in order to motivate and retain them
3.1 Assess the linkbetween motivational theory and...

...﻿UNIVERSITY OF NICOSIA
ORGANIZATIONS & HUMANRESOURCEMANAGEMENT
MODULE CODE: MBAN-609DE
ASSIGNMENT 1
BY:
PERFECT MAWUNYA DEKU
SEPTEMBER-OCTOBER
2014
INTRODUCTION
Modernising Medical Careers according to Wikipedia is a programme designed to provide postgraduate medical training for medical personnel in the United Kingdom. Introduced in 2005, the programme was designed to serve as a better platform for medical personnel seeking to attain the position of ‘consultant’. It hasbeen widely postulated that the HR practices and policies of the organisation were contributors to its inability to execute its core mandate.
This study seeks to identify the core mandate of the MMC and to describe its role at providing training for medical personnel. It would also address the strategic HR policies of the MMC, making reference to their relevance in coordinating the activities within the organisation. The factors that led to the failure on the MMC would be assessed based on the humanresourcemanagement perspective.
QUESTION 1
HUMANRESOURCEMANAGEMENT STRATEGY
Humanresourcemanagement strategy is described by Moore (2014) as the overall plan that leads the implementation of specific HRM functional areas. This plan directs corporate decisions to ensure best...

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